Preparing Students for the Challenges of

Tomorrow: We Can’t Do It Without You!

What We’ll Cover…

The world has changed and public schools are asked to do more and more.

Education plays a significant role in our economy.

Franklin County students are showing gains.

Franklin County’s revenue picture shows declining state funds.

We have significant funding challenges.

We are looking for solutions.

It’s a Different World for Kids

+ Email is too slow for them

+ They don’t fear Russia

+ Their blackboards are Smartboards

+ They’ve never seen a Sears catalog or a phone book

+ They know Clint Eastwood as a sensitive director…not Dirty Harry

We Are Asked to Do More

From 1910 to 1950 – schools added P.E. and football, Vocational Schools, mandated transportation, ½ day kindergarten, fine arts, school lunch programs, driver’s ed, sex ed

In the 60s and 70s – Advanced Placement, adult ed, career ed, federally mandated special ed, drug programs, Title IX programs, school breakfast programs

…and More

In the 80s– mandated child abuse monitoring, bi-lingual education, full day kindergarten, after school programs, expanded health and psychological services

In the 90s – America 2000 (Republicans), Goals 2000 (Democrats), technology use, expanded gifted ed, at-risk and drop out prevention

And in the 2000s – No Child Left Behind (Republicans), Race to the Top (Democrats), body mass monitoring, and much more…

Lately, we’ve been told…

New Common Core Curriculum (national curriculum) will be phased in over the next three years

National assessments will begin in 2014-15

Career pathways will be required of all students for graduation

New teacher and leader evaluation instruments

With Common Core Curriculum

We’ll need quality professional learning for staff so teachers are ready to teach the Common Core Curriculum and have strategies to promote higher order thinking.

Teachers need new assessment tools for the Common Core to make sure kids are learning the new curriculum.

New intervention and support services for students will be needed.

Superintendent Performance-Based Evaluation Instrument

Measureable Goals in:

Student Achievement Stakeholder Engagement and Loyalty Organizational Effectiveness Team Growth and Development

And Yet…

Public schools are being funded at the lowest levels since 2003.

The Role of Education in our EconomyWithout an education, our children won’t be able to find and keep good jobs. Dropout

HS Grad/No College

Some College

Bachelor's or More

Unemployment by Education

Level4.2%

8.3%

9.1%

13%Georgia Partnership for Excellence in Education, 2012

The Role of Education in our Economy

Our local economy cannot thrive if its citizens can only get the lowest paying jobs. Dropout

HS Grad/No College

Some College

Bachelor's or More

Annual Earn-ings

$38,012

$33,072

$23,868

Georgia Partnership for Excellence in Education, 2012

$58,500

Franklin County Figures

Unemployment rate: 12.3% (2011) 74% of adults have high school

diplomas (2005-2009) 13.1% have college degrees or

higher (2005-2009) Current graduation rate for FCSS:

75% (approximately 25% did not graduate)

Our Economy is Tied to Education

Counties with a large percentage of their populations without at least a high school diploma will find it extremely difficult to attract businesses and sustain a healthy economy.Georgia Partnership for Excellence in Education, 2012

A Snapshot of Our District

Franklin County Schools educates 3,659 students.

We spend an average of $8,703 per student, which is less than most districts our size.

There are six public schools in Franklin County. (Four elementary, one middle school and one high school – home of the Lions!)

All of our schools are accredited by the Southern Association of Colleges and Schools (SACS).

FY 11

FY 10

FY 09

FY 08

0.00% 20.00% 40.00% 60.00% 80.00% 100.00%

MathELAReading

CRCT Scores for Grades 3-8

FY 11 FY 10 FY 09 FY 08

ELA 0.94 0.84 0.89 0.83

Math 0.92 0.87 0.94 0.85

Sci 0.96 0.86 0.87 0.76

SS 0.84 NaN 0.9 0.75

100%

60%

20%

Franklin’s Graduation Test Trend

Franklin’s Graduation Rate Trend

FY 11

FY 10

FY 09

FY 08

FY 07

74.90%

73.10%

70.60%

68.30%

58.90%

Federal Funds = 11.72%

State Funds = 57.22%

Local Funds = 31.06%

Enrollment = 3,659

*According to the Georgia Department of Education website.

2011

How Our Schools Are Funded…

Federal Funding

Franklin County received more in federal funding in 2010 and 2011 because of funds from American Recovery & Reinvestment Act

Federal funds can’t be used on expenditures funded by state or local funds in previous years.

Federal expenditures are funded on a reimbursable basis — you must spend it to get it.

State Funding

State funds make up 58% of Franklin County Schools’ funding.

The state’s education funding formula is based on a 1985 law, the Quality Basic Education Act. (QBE)

A smaller portion of state revenue comes from state grants for specific purposes such as Career Tech, Ag programs and pre-school services.

90% of the QBE funds are allocated based on student enrollment and 10% is based on the number and size of our schools.

QBE

QBE was adopted in 1985 and is the basis for the “formula” used to allocate funds through a partnership between the state and local districts.

The law is intended to ensure each student in the state receives a quality basic education—not a “Cadillac,” but a “Chevy.”

The state pays districts an amount of money for each student based on a QBE “foundation formula.”

What Underfunded Mandates Mean For Franklin County Schools…

Just a couple of examples: Franklin County paid 69% of the overall cost of

transporting students last year and 100% of the cost of transporting students living within 1.5 miles of a school.

Local districts must provide educators with 12.5 sick days/year, but the state pays only $150 per employee/per year. After the $150, any cost for substitutes, etc. is paid by the local district. Subs are paid a minimum of $65/day.

What QBE Does Not Provide Any Funds for……

Social security costs (6.2% of taxable salary) and workers’ compensation

Athletics

Other extra-curricular activities (band, drama, student organizations, etc.)

Capital expenditures (new buildings, new technology, furniture)

Austerity Cuts to Franklin County Lost QBE funding

2012 Cut by $2,867,551

2011 Cut by $2,746,447

2010 Cut by $3,668,884

2009 Cut by $1,274,511

2008 Cut by $362,425

2007 Cut by $429,496

2006 Cut by $898,255

2005 Cut by $898,293

Since 2003 total cuts of $13,957,539

Over the past 10 years in Georgia, school funding has been cut by $7 billion.

Districts are having to furlough staff and, in some cases, cut the number of school days in order to balance their budgets.

The economic climate is hurting the amount districts collect from SPLOST funds.

Revenue sources are severely limited.

Franklin is Not Alone

Local Funding

Property taxes are the primary source (over 90%) of local revenue for local school systems. These funds are used for the operating budget. All property is taxed, even rental properties.

Property taxes are based on the county millage rate adopted the Board of Education annually. By state law, millage rates are capped at 20 mills, except in a few rare circumstances.

Franklin County School Tax

+ Franklin County’s millage rate has remained the same (14.868) since 2009.

+ School property tax levy has decreased by $821,818 since 2007.

+ 1 mill: Average homeowner pays $60-$70

+ 1 mill currently generates $616,000

SPLOST

Special Purpose Local Option Sales Tax (SPLOST) funds can be used for capital expenditures like buildings and technology, but NOT for salaries and other operating expenses.

SPLOST is approved by the county voters every five years. Projects are outlined ahead of time and cannot be changed after approval by voters.

How funds are used in Franklin County…..

General Admin

3%Pupil

Services3%

Trans-portation

6%

M&O7%

School Admin7%

Staff Services

7%

Instruction67%

FY 12 Budget SummaryFunds 100-499 State, Local and Federal Regular

Operating Accounts

Revenue

State $17,035,838

Federal $ 3,059,212

Local $ 9,064,362

Total Revenue $29,159,412

Expenditures

Salary $19,477,041

Benefits $ 6,957,776

Other $ 4,202,609

Total Expense $30,637,426

Response to Financial Challenges

2008: Raised millage 2.25 mills (12.62 to 14.87) Cut $1,040,135

2009 Rolled back millage to 14.868 Continued cuts from 2008

2010 Millage remains at 14.868 Continued cuts from previous years Cut additional $1,666,384

Response to Financial Challenges

2011 Millage remains at 14.868 Continued cuts from previous years Cut additional $1,310,682

2012 Millage remains at 14.868 Continued cuts from previous years Cut additional $1,274,275

Cumulative savings since 2008: $11,000,000

FY 2008

Total Budget Reduction $1,435,000

Central office and administrator reduced days (5) From 230-225

Tech Specialist cut to 205 days

Eliminated employer contribution to dental insurance

Eliminated Central Office positions: Assistant Superintendent 2 49% positions in Title I and Student Support

Eliminated Instructional Lead Teacher at the high school

FY 2009

Kept the same cuts Administrators still kept 5 day cut

No new cuts

Last cost of living increases on state salary scale and local salary scale (classified staff)

FY 2010

Total Budget Cuts $1,666,384

All staff furloughed 5 days (3 original and 2 mid-year) For administrators it was added onto the previous 5

day cut from o8 and 09.

Reduced teaching staff by 8 positions (mostly due to class sizes increases)

Established our own alternative program reducing overall costs from contracting with Stephens County

Eliminated Central Office position: Diagnostician

FY 2011

Total Budget Reductions $1,310,682

Adopted 160 day calendar

Eliminated nine teaching positions (music and art cut in half, 5 additional positions)

Reduced classified staff by 20 days

3 day contract reduction for teachers

Maintained 10 day total contract reduction for administrators Assistant principals reduced 5 additional days

Central Office eliminated enrollment clerk position

Eliminated lunchroom monitors

FY 12

Total Budget Cuts $1,274,275

Maintained 10 day cut for administrators

All certified staff who had been cut 3 days in FY 11, were cut an additional 2 days for a total of 5 days in FY 12

Eliminated the local salary supplement and reduced responsibility supplements for administrators by the equivalent of the local supplement (they do not receive a local supplement)

Most of the non personnel budget items were reduced by 10-12%

4 open teaching positions not filled based on reduced enrollments and using +2 class size model

Summary of Reduced Days

FY08 FY09 FY10 FY11 FY12

Admin 5 5 7*Supt was 10

10 10

Teachers

Classified

0

0

0

0

5

5

3

20

5

20

Comparing Pay from FY 08 to FY 12

Number of days you are working now vs. how many you were working in FY08

Did you get the cost of living raise in FY 09?

How many step increases did you get? Certified get one every year through year 10 Every other year through year 21 A step increase is actually 5 to 6 days of pay

Did you have an increase in certification level?

How is pay determined: certified?

Base salary from the state salary scale (185 days for this year)

Add extended year days at the same daily rate

Extended day hours based on the same daily rate

Local supplement according to the local supplement scale Not provided to administrators Currently cut for teacher positions

Responsibility supplements for additional responsibility (approved scale) Department chairs Athletic Administrators

Comparing Compensation

Years of Exp

Degree Total Supplement

Days

15 MA $52,918 District Scales

Varies

30 EDS $69,590 District Scales

Varies

Superintendent Pay

Negotiated contract: 3 year maximum allowed

My contract includes: (32 years of experience and PHD) Base pay from the salary schedule for 185 days (5 days) Extended days are 45 (5 day reduction) Responsibility supplement Cost of living raise in FY09 Benefit: Travel allowance is included Benefits: The district pays my share of my retirement

Fluctuates based on current TRS employee rate

General Fund Balance

Beginning Balance, July 1, 2011, was $3,005,533

Projected ending fund balance on June 30, 2012, is $1,809,300

Projected ending fund balance on June 30, 2013, if no adjustments are made to revenues or expenditures will be $210,493

Minimal fund balance to operate is about $1,314,600 (5% of revenues)

Our Local Challenges

The “funding cliff” has arrived….

Significant state cuts (austerity cuts) will remain in place.

Federal stimulus funds are no longer available to offset state cuts.

Our tax digest is decreasing and the result is reduced local revenues.

Our equalization grant has been cut by over $1 million.

Employee benefit costs are increasing significantly.

We have been cutting programs, positions and operations since Fy2008.

Staff pay of some kind has been cut every year since 2008

Increased accountability and mandates

We still must do whatever it takes to improve the achievement and futures of our students

Our Local Challenges

The Strategic School System

“…we searched for patterns of resource use across schools and found that despite differences in school level, size, location, student population, or even instructional focus, high performing schools used their resources in very consistent ways”

The Strategic School: Making the Most of People, Time, and Money Miles and Frank

“The Big Three”Guiding Principles

Invest in teacher quality

Focus time on core academics

Create individual attention

Teacher Quality

“….high-quality teaching is about five times more effective than typical reductions in class size. Similarly, small groups, individual tutoring, and increased academic time only have significant benefit on student performance when the quality of instruction is high.”

The Strategic School: Making the Most of People, Time, and Money Miles and Frank

Teacher Quality

Hiring, organizing, and supporting staff to fit school needs

Integrating significant resources for well designed professional development that provides expert support

Designing teacher work schedules to include blocks of collaborative planning time effectively used to improve classroom practice

Enacting systems that promote individual teacher growth through induction, leadership opportunities, professional development planning, evaluation, and compensation

Franklin County Classroom Model

The WorkDemonstrates

alignment to the standards (AFL)

Data Driven (AFL)Engaging (AFL)Relevant (AFL)Rigorous (AFL)

Artifacts & EvidenceLiterate Environment

• Students have access to print, technology and media resources

• Interactive word walls (vocabulary reinforcement, instructional tool)

Posted standards and work samples (AFL)

Teacher’s Role“Student” of the standards (AFL)

Know, analyze/discuss, reflect, gain consensus)Models/scaffolds tasks, behaviors, thinking (AFL)

Balanced instruction and assessments FOR and OF learning Coaching/Facilitating (gradual release of responsibilities)

Designer of differentiated, relevant, rigorous work (AFL)

Rituals & RoutinesHigh Expectations for ALL Students (AFL)

• Behavioral• Academic• Social

Classroom Management Practices and Procedures

• Signals• Transitions• Organized Environment

(resources available)

Student BehaviorsCreating Performance-based Products (AFL)Demonstrating engagement (on task, focused, involved – AFL)

• Engaging in conversations about learning (AFL)

• Making decisions about learning (AFL)

Reflecting on the quality of their work (AFL)

Academic Systems Behavioral Systems

1-5% 1-5%

5-10% 5-10%

80-90% 80-90%

Intensive, Individual Interventions• Individual Students• Assessment-based• High Intensity• Of longer duration

Intensive, Individual Interventions• Individual Students• Assessment-based• Intense, durable procedures

Targeted Group Interventions• Some students (at-risk)• High efficiency• Rapid response

Targeted Group Interventions• Some students (at-risk)• High efficiency• Rapid response

Universal Interventions• All students• Preventive, proactive

Universal Interventions• All settings, all

students• Preventive,

proactive

The BasicsAny

CurriculumArea

Stu

den

ts

Our WorkStudent Achievement Outcomes

Instructional Outcomes

POIFC

Model

Teacher Quality

Professional Learning Communities

District Strategic Plan

School Improvement Plans

Leadership

Leadership

Parental Involvement Plans

Our Budget Process

We are seeking input from the community and our employees to begin the process.

The board and superintendent set the vision and use input from the community and employees to set priorities for the district’s educational program.

The Budget Committee develops a proposed budget and some specific recommendations and sends to the Board for review.

The Budget Process Continues

Funds are allocated and a proposed budget is developed.

Adjustments have to be made if available revenues and an adequate remaining fund balance do not cover expenses. The Board must operate under a balanced budget.

The local property tax millage rate is set

The Board must approve a budget by July 1, the start of the fiscal year, or pass a temporary spending resolution.

Strategies and SolutionsRevenue

Revenue: The only way to significantly increase local revenue is by raising the millage rate.

Strategies and Solutions

Expenditures

Handout in your folder will tell you what we have already done since 2008

Posters on the wall

Ideas from Teacher Brainstorming

We Need Your Best Thinking

We want to hear from you on what you believe should be the priorities for Franklin County Schools.

These challenges are real. The Board of Education needs your input to help them make the tough decisions.

Our kids and our community deserve no less.

Questions What are reasons to be proud of

Franklin County Schools?

From your perspective, what are the top challenges faced by the FCSS?

What do you think should be the priorities for funding the schools?

Prioritize

Our Process for Engagement

We will break in to small groups of about 8 to 10 people.

Each group will have a trained, neutral facilitator who is not an employee of the district.

Each group will consider four questions about the future of our school district.

Each group will follow a set of ground rules, for example: Every person gets a chance to talk Every person is treated with

respect It’s okay to disagree, but do so

with respect Seek first to understand and then

to be understood

Our Process for Engagement

Thank you for your time!The Board values your input and will use it to

assist them in making a decision that reflects the

Franklin County Community.